Blue Jeans. Steel Toes.
Operational improvement that closes performance gaps where the work happens.
H-Rock Solutions works shoulder to shoulder with food and agricultural processors to improve throughput, reliability, execution discipline, and the operating systems that sustain performance.
Blue Jeans. Steel Toes.
Practical improvement in the operating environment.
Operating conditions
The performance gap is usually visible. The execution system behind it often is not.
Equipment and process losses disrupt the plan, consume leadership attention, and create downstream recovery work.
Too much work begins after failure instead of through a reliable planning, PM, and problem-elimination system.
Performance varies across shifts, lines, or sites, making planning and accountability unreliable.
Teams collect data, but owners, thresholds, response routines, and follow-through are not clear enough to change performance.
Projects generate activity, but countermeasures, ownership, standard work, or sustainment routines are too weak to hold the gain.
Performance depends too heavily on who is working rather than a defined, teachable, repeatable way of doing the work.
Choose your view
What are you accountable for?
How H-Rock works
From visible problem to operating discipline.
01 · UNDERSTAND
Understand the current state
Go where the work happens, observe the system, confirm the operating condition, and establish the right baseline.
02 · ESTABLISH
Establish the foundation
Clarify measures, owners, review routines, standard work, and the response system required to manage performance.
03 · SOLVE
Solve priority problems
Use focused problem solving on the losses that matter most rather than launching improvement activity everywhere.
SERVICES
Services follow the business condition.
01
Leadership & Execution
02
Operational Excellence
03
Maintenance & Reliability
04
Continuous Improvement Systems
05
Data & Analytics
DOCUMENTED RESULTS
Proof from where the work happens.
At High Plains Processing, H-Rock helped connect maintenance planning, work management, spare-parts control, and operator ownership into one practical operating system with visible work, repeatable routines, and defined ownership.
Maintenance planning
0 → 95%+ scheduled labor
Maintenance labor scheduled weekly within five weeks; schedule attainment above 90%.
Operator ownership
Daily + weekly PMs
Operations took on routine preventive-maintenance activities, equipment-condition checks, and earlier abnormality detection.
Spare-parts control
Hours / days → minutes
Parts that were difficult to identify and locate could be found within minutes after new controls were in place.
Maintenance scheduling performance — source project measurement chart.
BEFORE
AFTER
Standard locations, labels, QR codes, Min/Max controls, and cycle counts reduced parts retrieval from hours or days to minutes.
They do not deliver a binder and walk away—they work shoulder to shoulder with the team.
Pat Gathman · General Manager · High Plains Processing
Credibility
Operators working with operators.
25+ years of operational leadership experience inside Fortune 50 manufacturing environments, including prior leadership across 150+ facilities on six continents.
Experience across oilseeds processing, food & beverage, corn milling, flavors & ingredients, wheat milling, ethanol, pet food & treats, and related industrial operations.
Hands-on implementation. Findings are converted into routines, owners, measures, action registers, and visible follow-through.
H-Rock Structured Management approach
A connected operating system.
1
Strategic Alignment
2
KPI Mapping
3
Review & Response
4
Standard Work
5
Layered Auditing
Industries
Built for food and agricultural processing environments.
Oilseeds Processing
Food & Beverage
Corn Milling
Flavors & Ingredients
Wheat Milling
Ethanol
Pet Food & Treats
Have a performance problem worth unpacking?
Start with the operating condition. We will help determine whether H-Rock is the right fit and what a practical first step would look like.